HEAD OF SALES, SMB — APAC

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ABOUT HITPAY

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• HitPay is the payments and business operations platform for small and medium
• businesses across Asia Pacific. We process card, e-wallet, bank transfer,
• PayNow, QR and card-present payments for tens of thousands of merchants across
• Singapore, Malaysia, the Philippines, Hong Kong, Australia and the United
• States, through one onboarding flow, one dashboard and one API.
• Our core SMB business in APAC is the engine of the company. It is growing, it
• is sold through a small distributed team, and it has never had a single person
• accountable for the whole of it.
• That is the job.
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THE ROLE

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• You own revenue for the core SMB business in APAC. Not a region, not a segment
• inside it. The whole line.
• You will set quotas and be able to defend how you arrived at them. You will
• know the capacity of every seat on your team and whether the number on it is
• achievable, stretching or fictional. You will manage Account Executives
• directly and Country Leads through their own teams, and you will still be in
• deals yourself, because at our size the person setting the bar has to be able
• to clear it.
• This is a role for someone who has done it before. We are not looking for a
• first-time manager, and we are not looking for a strategist who has stopped
• selling.
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WHAT YOU WILL OWN

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• The number
• Full accountability for core SMB revenue in APAC: gross revenue, processed
• volume and margin, by market and in aggregate.
• Build the quota model from the ground up. Territory and market capacity,
• ramp curves for new hires, seasonality, merchant activation lag, and the
• difference between a merchant signed and a merchant transacting.
• Set and defend individual, market and team targets each period, and
• recalibrate them when the baseline moves rather than when the calendar
• turns.
• Own the forecast. Weekly commit, quarterly outlook, and an honest read on
• both. We would rather hear a hard number early than a comfortable one late.
• Capacity and coverage
• Model what a productive AE actually delivers in each of our markets, and
• decide from that where the next hire goes.
• Own coverage design across Singapore, Malaysia and the Philippines: who
• sells into which market, from where, and against which segments. Our
• current coverage is deliberately lean and cross-border, and you will be the
• one to decide when that stops working.
• Make the build, hire, redeploy and exit calls on the team, with reasoning
• you can put in writing.

The team

• Manage Account Executives directly and Country Leads as leaders of their
• own teams. Set goals for both layers.
• Run the operating cadence: pipeline review, deal inspection, one-on-ones,
• quarterly business reviews. Make them useful enough that people would show
• up without being told to.
• Hold a high bar. Coach people onto it, and act quickly and fairly when
• someone will not get there. Underperformance that goes unaddressed is a
• decision about everyone else on the team.
• Recruit. You should be building a bench before you need one.

Player

• Carry a personal number on strategic and larger merchant accounts.
• Be in the room on the deals that matter, and on the ones that are stuck.
• Sell the way you want the team to sell, in front of them.
• Commercial ownership
• Own pricing discipline in the field. You will approve exceptions and you
• will be accountable for what they cost.
• Work with Product, Compliance and Onboarding on the parts of the funnel
• that sales does not control but sales lives with: merchant approval times,
• risk-driven rejections, activation friction.
• Own the incentive design with the founders: quota, commission structure,
• accelerators and cohort mechanics, and the behaviour each one actually
• produces.
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WHAT WE ARE LOOKING FOR

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Non-negotiable

• You have led a sales team before and delivered. Not managed a team while a
• tailwind carried the number. We will ask you what your team's target was,
• what it landed at, and what you did the quarter it was not going to.
• Direct experience in payments, and preferably SMB payments. A PSP, acquirer,
• payment facilitator, gateway, POS provider, or a platform where payments
• was the monetisation.
• Real fluency in payments unit economics. You can talk about MDR and
• interchange-plus versus blended pricing, scheme and interchange cost, gross
• margin per merchant, cost of acquisition against payback period, merchant
• lifetime value and churn, and the difference between a high-volume merchant
• and a profitable one. This is a filter. Revenue leaders who have never had
• to hold a margin line will not do well here.
• You have built a quota model yourself, in a spreadsheet, from capacity
• upward. Not received one and cascaded it.
• You have managed managers as well as individual contributors.
• You still sell. Comfortably, and recently.
• You sell the business we actually are. Aligned means you take the company's
• goals as your own rather than optimising your team's number against them:
• you sell at sustainable pricing, you bring in merchants we can onboard and
• keep, and you do not book revenue that Product, Compliance or Support pays
• for later. If you have only ever been measured on top line and have never
• had to care what happened to the merchant afterwards, this will not fit.
• Strong signals
• Experience across more than one APAC market, particularly Singapore,
• Malaysia or the Philippines, and an understanding of how differently SMBs
• buy in each.
• You have scaled a team through a step change in headcount or in target, and
• can describe what broke.
• Hands-on with the CRM and the data. You pull your own pipeline reports and
• you do not wait for someone to build you a dashboard.
• You have worked closely with Compliance and Risk and understand that a
• merchant you cannot onboard is not a merchant you have sold.

How you work

• You set a high bar and you hold it, including for yourself.
• You are direct. Feedback lands the week it is earned, not at the review.
• You forecast honestly, including when the news is bad.
• You are opinionated about how to sell and you change your approach when the
• numbers disagree with you.
• You are close to the ground. You know your team's top ten deals without
• looking them up.
• You think like an owner of the whole company, not the head of one function.
• You argue your corner with Product, Compliance and Ops, and once a decision
• is made you carry it to the team as your own.
• You are candid upward. If you think the strategy or the target is wrong, we
• want to hear it early and directly, not in a quarter-end explanation.
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WHAT SUCCESS LOOKS LIKE

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• First 90 days
• You have met every merchant-facing person on the team and formed a view on
• each one.
• You have rebuilt the quota and capacity model from first principles, and
• the founders can follow your reasoning line by line.
• You have a documented picture of productivity by market and by rep, and you
• have named where the coverage gaps and the over-investments are.
• You have closed something yourself.
• First 12 months
• The APAC core SMB number is hit, and you called it accurately within the
• quarter.
• Quota attainment is distributed sensibly across the team rather than
• carried by one or two people.
• Gross margin per merchant has held or improved, not been bought with
• discounting.
• The merchants your team signs are still transacting two quarters later, and
• Compliance and Onboarding would say the quality of what you send them went
• up rather than down.
• New AEs ramp faster than they did before you arrived, and you can show the
• curve.
• At least one person on your team is ready for a bigger role than the one
• they were hired into.
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WHY THIS ROLE

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• It is a real P&L, not a title. You will set the strategy, the structure and
• the targets, and be accountable for the outcome.
• You work directly with the founders. Decisions take days.
• The market is large and genuinely underserved. SMB payments in Southeast
• Asia is still being sold badly by most of the people selling it.